Public Personnel Management

Front 1

Methods to Assess Qualifications (9)

Back 1

1. Review of biographical data
2. Aptitude tests
3. Ability tests
4. Performance exams
5. References
6. Performance evaluations
7. Interviews
8. Assessment centers
9. Probationary period

Front 2

Aptitude Test

Back 2

Measures general intelligence or cognitive ability. Inexpensive to administer and score, and highly reliable.

Front 3

Personality Test

Back 3

Measures personality traits or characteristics. Results are compared against other successful employees or job constructs.

Front 4

Ability Test

Back 4

Measure the extent to which applicants possess generalized abilities or skills related to job performance through empirical or construct validation.

Front 5

Interviews

Back 5

Gives employers the opportunity to observe an applicant's appearance and interpersonal skills and to ask questions about subjects not covered on the application

Front 6

References

Back 6

Used to verify educational and employment records or to obtain information about the applicant's skills or personality.

Front 7

Probationary Appointment

Back 7

Possesses the highest possible validity and reliability factors because it measures actual job performance

Front 8

Biodata

Back 8

Moderate validity, low expense, high reliability

Front 9

False Positive

Back 9

Person does well on the test, but does not turn out to do well on the job.

Front 10

False Negative

Back 10

Person fails to do well on the test, but does well on the job

Front 11

Test Validation Methods

Back 11

1. Criterion validation
2. Construct validation
3. Content validation

Front 12

Criterion Validation

Back 12

Requires that a test score be significantly correlated, with important elements of job performance.

Front 13

Construct Validation

Back 13

Involves both identifying psychological traits and aptitudes that relate to successful job performance and devising a test that measures these traits

Front 14

Content Validation

Back 14

Requires that the job be analyzed to determine its duties; the conditions that make it easy or hard; performance standards; competencies required to perform tasks

Front 15

Equity Theory

Back 15

Helps us understand how a worker reaches the conclusion that he is being treated fairly or unfairly.

Front 16

Expectancy Theory

Back 16

Attempts to reconstruct the mental processes that lead an employee to expend a certain amount of effort toward meeting a work objective

Front 17

Flextime

Back 17

Employees are expected to work during core hours. Programs allow employees to work longer hours to have more days off

Front 18

Job Sharing

Back 18

Splitting of one job between two part-time employees on a regular basis.

Front 19

Total Quality Management (TQM)

Back 19

Management philosophy that combines scientific methods for experimentation and continous improvement of processes with teamwork and participative decision making as the approach for implementing improvement changes

Front 20

Organizational Development

Back 20

Managers and supervisors are responsible for helping to make changes in the work environment so skills are used more effectively

Front 21

Action Research

Back 21

Gathering data about practical problems and feeding the data back to employee participants for interpretation and assessment

Front 22

Team Building

Back 22

Designed to assist members of a work group to increase their productivity as a group.

Front 23

Reasons to Evaluate Performance

Back 23

Personnel decisions like promotions and merit-pay increases are connected to performance.

Front 24

Title VII of the 1964 Civil Rights Act

Back 24

Requires employers to validate any personnel technique that affects an employees chance for promotion

Front 25

Person-based Rating Systems

Back 25

Rater compares employees against other employees or against some absolute standard

Front 26

Performance-based Rating Systems

Back 26

Measure each employee's behaviors aganst previously established behaviors and standards

Front 27

Appraisal Methods (7)

Back 27

1. Graphic rating
2. Ranking
3. Forced-choice
4. Essay
5. Objective
6. Critical incident
7. Behaviorally anchored rating scales

Front 28

Graphic Rating Scales

Back 28

Consist of a listing of desirable/undesirable personality traits in one column and beside each box the rater marks to indicate the extent to which the employee demonstrates the trait

Front 29

Ranking Techniques

Back 29

Require the rater to rank-order each employee on each of the listed traits.

Front 30

Forced-choice Technique

Back 30

Job analysists determine which traits or behaviors are most related to a successful job performance. The rater is asked to choose the one that corresponds most closely with the employee's job performance

Front 31

Essay Format

Back 31

Oldest and widely used. Rater makes a narrative comments about the employee.

Front 32

Objective Method

Back 32

Measure of work performance against previously established standards.

Front 33

Work Sampling

Back 33

Records representative examples of good (or bad) performance in relation to agreed-upon employee objectives

Front 34

Behaviorally Anchored Rating Scale (BARS)

Back 34

Employs objective performance criteria in a standardized appraisal format. A range of possible standards for each task are created then translated into numerical scores.

Front 35

Characteristics of an Effective Appraisal System

Back 35

1. Separate systems for separate purposes
2. Raters have the opportunity, ability, and desire to rate employees
3. Job analysis and performance appraisal need to be more closely related
4. Appraisal must be tied to long-range employee objectives
5. Criteria used to select supervisors

Front 36

OSHA

Back 36

Passed in 1970 to ensure that working conditions for all Americans meet minimum health and safety standards.

Front 37

Workers Compensation

Back 37

An insurance system with variable payment rates for employers based on the histroical risks of accident or injury their employees have suffered.

Front 38

Claimant Fraud

Back 38

Colllusion among health care providers and employees to increase reimbursable costs unnecessarily

Front 39

Premium Fraud

Back 39

Classifying employees in less dangerous positions in an effort to reduce the cost of the premium for insurance.

Front 40

Property Rights

Back 40

Public employees have rights to their jobs that exceed those of private employees

Front 41

Due Process of Law

Back 41

5th and 14th amendments to the Constitution require that a govt may deprive an individual of life, liberty, or property only after this

Front 42

Minimal Due Process

Back 42

Requires that an employer notify an employee of a violation and give the employee a chance to state their side of the story

Front 43

Sexual Harassment

Back 43

Unwelcomed sexual advances, request for favors, or other behavior of sexual nature when a condition for employment, submission or rejection affects an individual, or conduct as the purpose interfering with performance or creates a negative work environment.

Front 44

Critical Incident

Back 44

Records representative examples of good (or bad) performance in relation to agreed-upon employee